Thriving on Chaos: Handbook for a Management RevolutionThe national bestseller that offers prescriptions for an economic world turned upside down. A New York Times bestseller for eleven months. |
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Page 17
... added that U.S. companies were reluctant to accept small orders . " ( This is all the more dramatic , given the long ... value " -to be worth the most on the stock market . Does he want to be remembered for superb products ? for creating ...
... added that U.S. companies were reluctant to accept small orders . " ( This is all the more dramatic , given the long ... value " -to be worth the most on the stock market . Does he want to be remembered for superb products ? for creating ...
Page 26
... value added . Reports that American workers can no longer compete in manufacturing and must shift to services are only half - right . More precisely , they can keep high wages only by producing goods with a large component of ...
... value added . Reports that American workers can no longer compete in manufacturing and must shift to services are only half - right . More precisely , they can keep high wages only by producing goods with a large component of ...
Page 28
... thriving , in every economic sector . Interestingly , the winners increas- ingly share common traits . Most pronounced is the emergence of the specialist producer of high value - added goods or services 28 / A WORLD TURNED UPSIDE DOWN.
... thriving , in every economic sector . Interestingly , the winners increas- ingly share common traits . Most pronounced is the emergence of the specialist producer of high value - added goods or services 28 / A WORLD TURNED UPSIDE DOWN.
Page 29
Handbook for a Management Revolution Tom Peters. specialist producer of high value - added goods or services , * or niche creator , which is either a stand - alone firm or a downsized , more entre- preneurial unit of a big firm ...
Handbook for a Management Revolution Tom Peters. specialist producer of high value - added goods or services , * or niche creator , which is either a stand - alone firm or a downsized , more entre- preneurial unit of a big firm ...
Page 34
... value - added goods and services , creating niche markets ▻ quality - conscious ‣ service - conscious ▸ more responsive much faster at innovation ▸ a user of highly trained , flexible people as the principal means of adding value ...
... value - added goods and services , creating niche markets ▻ quality - conscious ‣ service - conscious ▸ more responsive much faster at innovation ▸ a user of highly trained , flexible people as the principal means of adding value ...
Contents
Achieving Flexibility by Empowering People | 339 |
Involve Everyone in Everything | 341 |
A New View of Leadership at All Levels | 467 |
Building Systems for a World Turned Upside Down | 579 |
Measure Whats Important | 581 |
Strategic Planning | 609 |
Set Conservative Goals | 619 |
Demand Total Integrity | 627 |
Second Thoughts | 635 |
Appendix | 655 |
Acknowledgments | 667 |
Notes | 671 |
Index | 685 |
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Common terms and phrases
achieve American average become boss champions Chaparral competitive competitors corporate cost create distribution distributors Domino's Pizza emphasis employees engineers executive experience factory failure fast Federal Express firm's firms flexibility Ford Frito-Lay functions Hewlett-Packard idea important incentive industry innovation instance involvement Japan Japanese listening look machine major manufacturing McKesson measurement meeting ment Milliken million Nordstrom operations opportunity organization percent plant prescriptions problem Procter & Gamble product or service profitable quality improvement Regis McKenna responsiveness retailing revolution Roger Milliken salesperson sector semiconductor ServiceMaster skills small starts Soichiro Honda staff Stew Leonard's strategy success supervisors suppliers talk Tennant things tion turn U.S. Steel uniqueness United value-added vision word-of-mouth workers Worthington Worthington Industries